S.E.C. Real Estate Observer

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Editor’s Note:  This article first appeared in the October 1973 issue of the Real Estate News Observer.

Most of us agree that if we thoroughly understood a client or pros­pect—understood his desires, his dreams, his actual needs, and his motivations—closing a real estate transaction would be compara­tively simple matter.

Yet why is it that we grab a pros­pective client or customer by the hand and attempt to whirl him through a series of showings, trans­actions, or possibilities without hav­ing taken the time and effort re­quired to understand him? Why is it that we are more content with having rushed hither and thither all day without success than with spending an hour or two or three with him? We dismiss him, then, for the time being and spend the balance of the day researching the market to find an acceptable problem-solv­ing solution.

It would seem that most of us are content to go home at night with the feeling “Boy! I’ve been busy today!”

Apparently, the feeling of having been busy is more important to us than actual accomplishment.

How did this concept of a real estate operation come into being? Can we blame the public for our present image of being rated ten points below Honest John, the used car salesman? What are we doing to raise the rating?

In an effort to increase our pro­ductiveness, to build an image of dignity, and to earn our self-respect, why don’t we try a new tactic? Why don’t we change the real estate business image from that of the jungle to that of the professional?

Let’s resolve to sit down with each prospective client or customer and try to find out what his motivations are, what his requirements are, why he is here, and what he knows that we should know to make our efforts in his behalf successful.

Anybody can show property—doesn’t everyone? Let’s prove that our expertise exists in knowing our client or customer so thoroughly that only one or two showings are necessary, either to sell his property or to pur­chase one for him.

In the more complicated field of exchanging, this knowledge of the client is even more important. One has to know not only why he really doesn’t want what he owns but also what would benefit him more—pro­vided it is obtainable out in the real world. In other words, in an exchange, we must know both sides of the coin.

Needs Doing? Do it!